With the increasing number of multinational corporations (MNCs), there has been an increased need to understand how parent companies manage the operations of their subsidiaries and transfer knowledge to them. Japanese companies have been pioneers in this field, employing methods such as the Toyota Production System (TPS) to impart Japanese manufacturing philosophy and maintain quality and control in overseas operations. The process of transferring Japanese manufacturing capabilities has gotten a lot of attention, but little is known about how the subsidiaries that are expected to use these procedures actually acquire and incorporate them into their operations. This article examines the transfer of manufacturing knowledge from the parent company to the subsidiary from their perspective. An in-depth qualitative investigation was thus undertaken in the subsidiary of a Japanese multinational, comprising three key manufacturing initiatives (or philosophies), namely 'TPS,' 'TPM,' and 'TS'. 52 in-depth interviews with project members, moderate-participant observations, and documentations were used to collect case data. This study increases our understanding of knowledge transfer by utilizing the methods used within the subsidiary, how the entire process is formed, and, most crucially, the use and development of episodes in snapshots in comprehending the process.
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